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Whether you are planning to lead on tackling a problem in your organisation or an opportunity to improve your own leadership, diagnosis comes first. A mechanic should not start stripping the engine before conducting some diagnostics. Nor should you buy a personal development book without asking yourself what type of book might serve you best.In …See More

Some problems are seemingly intractable. One for you right now might be: “How do I plan for August when the current easing of social distancing and isolation restrictions may get reversed in a week, in a month or in the last week of July?”One answer is to use Design Thinking, to work smart in addition to remaining agile. Design Thinking is a way of identifying new and…See More

Laid out in front of you are a range of scenarios as to how the coming months might play out. You have already been shocked and surprised since our world got turned on its head. How many more surprises are coming your way? What might you do about them?The answer is assumption busting. Identifying and clearly articulating the assumptions underlying each scenario and asking…See More

“Never Mistake Motion for Action” is a quote attributed to novelist Ernest Hemingway. This is poignant in the current environment because motion affects results while action effects results. Said another way, if you create motion, something will happen. If you take action, you plan something to happen.A few weeks ago I wrote about …See More

Listening is important in any conversation. However, listening to the voices that you don’t normally hear from is critical at this time. Those from outside your normal circle of trusted advisers.I run a mentoring group once a month. At my…See More

Devolving decision making is another key element of Adaptive Leadership. At its core, devolved decision making is about recognising that you and your trusted inner circle of advisers don’t have all the answers and so you…See More

Being courageous with your decision making is key to adaptative leadership which I have been writing about for the last couple of weeks. Easy to say, yet you and I both know that courageous decisions are full of risk and…See More

It is wonderous how adaptive we are and I as I wrote last week, adaptative leadership is key right now. Top of the list of my tips for exercising adaptive leadership is to experiment. Now I know we are all experimenting…See More

S-curves are beautiful things. They are wonderful for helping to decide where we are and where we want to be. From what I have heard and observed this week, it is time to slide back down the curve a bit. Let me explain.The figure below is the one I show to boards and executives when I describe for them the value of a strong approach to risk management. You move from feeling or being vulnerable and exposed, to adaptive, to resilient. And if you are very, very good, you become agile – making…See More

Categorising beyond Type 1 and Type 2 decisions that I wrote about in my last couple of blogs can help decision makers. And right now, decision makers across the world can do with all the help they can get given the recently declared…See More

Fab named their washing powder for its “fabulously clean, fabulously fresh and fabulously fragrant” qualities. My use of FaB is for Faster and Better decision making.STOP. Don’t hang up the phone. You and I know that you and I are great decision makers…..and everyone else has the problem… right? So. This is not about your decision making. It’s about helping THEM. THEM…See More

Marie Curie provided insight, literally, that anyone would envy.Ask yourself what insight a doctor in World War I would have valued most. Insight, not a wonder drug that is penicillin that was only discovered in the next decade.Your answer (which I get very quickly when I ask it in workshop) may be “the ability to see bullets”. That is, bullets stuck inside the poor souls…See More

According to passiton.com and brainyquote.com (see I’ve done my research, the internet never lies, right?) Marie Curie said “Nothing in life is to be feared; it is only to be understood.”For those of you who are not right up on Curie, she was a scientist who discovered the chemical element now on the periodic table called polodium (named after her native Poland) as well…See More

To you and me the disrupters are as mad as the Mad Hatter from Alice in Wonderland. And you could be led to believe we all live in Wonderland. Not true. Only some of them are. Then there are the ones that large smart investors back.A couple of years back I went to an evening seminar to observe a fireside chat between the COO of start-up Finder, Jeremy Cabral and his…See More

You want to be the best in your industry. The leader. The disrupter. Maybe you just want to think like a disrupter so you can understand the risk industry disruption poses to your organisation. No matter the reason, there is a question of capability.You see, thinking like a disrupter is a mindset. And for traditional organisations it requires a mindset shift. To get you…See More

Profile Information

Tell us more about who you are, what you do and where you want to be. What are your main business challenges? (Tip: provide your current Job Title, Industry, company or/and paste your Linkedin profile here). Use as many relevant keywords as possible. Tell us what you can offer the community. What sorts of discussions, events, and activities you can participate in.

Bryan has helped thousands of leaders to achieve their goals over a career spanning 30 years in engineering, insurance and management consulting. His passion is for making the difficult and complex become doable.

He has worked with organisations across just about every sector of the economy, all levels of government, not-for-profits large and small and a range of rising star SMEs.

Bryan is like a translator. He is comfortable in complex and challenging environments as he knows how to find pathways to a simpler world with eminently achievable goals.

Bryan’s mantra is for leaders to do the “hard-smart work” others won’t. To do the research, analysis, risk assessment and creative thinking that others only do half-heartedly. Hard-smart work is what sets successful organisations and leaders apart from the pack.

Whether speaking from the stage, authoring books, coaching executives or facilitating workshops, Bryan’s ultimate goal is to help organisations live in a world with clarity of decision making. A clarity that energises executive teams, empowers managers and excites their staff.

Amongst many volunteer roles Bryan held the position of President and Chairman of the Board of the Risk Management Institution of Australasia (RMIA) from 2012 to 2015.

Bryan published DECIDE: How to Manage the Risk in Your Decision Making in November 2015.

Each week I post a Blog about Risk, Strategy and/or Persuasion. I keep my Blogs light-hearted, short and sharp. They cover a range of topics from how to create value from risk programs and executing strategy through to how to persuade people to buy-in to your crazy new ideas.

Bryan Whitefield's Blog

Whether you are planning to lead on tackling a problem in your organisation or an opportunity to improve your own leadership, diagnosis comes first. A mechanic should not start stripping the engine before conducting some diagnostics. Nor should you buy a personal development book without asking yourself what type of book might serve you best.

Some problems are seemingly intractable. One for you right now might be: “How do I plan for August when the current easing of social distancing and isolation restrictions may get reversed in a week, in a month or in the last week of July?”

One answer is to use Design Thinking, to work smart in addition to remaining agile. Design Thinking is a way of…

Laid out in front of you are a range of scenarios as to how the coming months might play out. You have already been shocked and surprised since our world got turned on its head. How many more surprises are coming your way? What might you do about them?

The answer is assumption busting. Identifying and clearly articulating the assumptions underlying…

“Never Mistake Motion for Action” is a quote attributed to novelist Ernest Hemingway. This is poignant in the current environment because motion affects results while action effects results. Said another way, if you create motion, something will happen. If you take action, you plan something to happen.

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